Using the attached Case Study 113 discuss the "Discussion Questions". Then add your answers to the following questions...

What would you have done differently, as the building administrator?

  • Not make promises that you can't follow through on.
  • Give timely feedback/information.
  • Take a more team approach to making some of the decisions that affect other people (e.g., Open House, Book Selection).
  • Communicate to staff right away when unexpected changes happen to promises that you have made instead of waiting for them to ask you

What is the underlying ethical dilemma?

  • Lack of communication skills.
  • Appears to have a disregard to teachers thoughts, feelings, & skills.
  • Lack of interpersonal skills
  • Lack of taking time to understand the climate/culture of the school
  • Oversensitive to criticism
  • Control vs. collaboration
  • Too-task focused

What values were demonstrated/employed in this situation?

  • Efficiency
  • Productivity
  • Wanted to include more people in decision-making process
  • Task-focused
  • Determination
  • Achievement
How would you push the leadership to a higher level of ethical behavior?
Asking questions/having discussions with new administrators to address areas of concern:
-- what things are going well? How do you know?
-- what things do you feel might not be working? What are some ideas for addressing those problems/concerns?
-- how do you feel about the relationships you are building with your staff? What practices are having the most positive effects?
--Do the ORID questions